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e A CCL Research Report
By:
Leadership André Martin
Contributors:
Cindy McCauley
Phil Willburn
Al Calarco
Chris Ernst
The Changing Natur
2005 Changing Nature of Leadership Report
Contents Executive Summary…………………………………………….…….……………..3
Background…………………………………………………………..…………………..4
Who took part in the research?………….…………………...………….4
What are the major challenges organizations face?.….…6
What is the current state of leadership?……….……………………8
Are organizations investing in the optimal areas?…..……..9
Has leadership changed the last 10 years?…………...……….10
Are academics theorizing about shifts in leadership?…14
Reflection Questions….…………………………………………………………16
Acknowledgements…………………………………………………..………….16
About the author.…………………………………………………………………16
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2005 Changing Nature of Leadership Report
Executive Summary Connected leadership is an emerging view of leadership as an inclusive and collective networked
activity occurring throughout organizations. Out of this project grew the Changing Nature of
Leadership (CNL) research. Its focus: to explore the current field of leadership and forecast fu-
ture trends. CNL relied on several interdependent streams of research, including academic litera-
ture, surveys, benchmarking and classroom research.
More than 300 respondents completed one or more aspects of the research. Of these respon-
dents, 84.3 percent believe that the definition of effective leadership has changed in the last five
years—indicating some interesting trends in leadership. But the question remains—how has
leadership changed and will it look different in the future?
Challenges are becoming more complex Prior to examining leadership directly, it is impor-
tant to first look at the challenges facing organizations and their leaders. It is clear that the chal-
lenges are becoming more complex and therefore more difficult to solve. Leaders consider
these challenges to be within their problem solving expertise, yet most are taking more than six
months to solve, suggesting that known solutions are not working effectively. Additionally,
when leadership is viewed as a whole (across the organization), less than half of the respondents
believe the expected outcomes of leadership are being met effectively.
Greater reliance on interdependent work Respondents agree that the challenges leaders are
facing go beyond their individual capabilities, and that these challenges result in a greater reli-
ance on interdependent work across boundaries.
Shifting reward systems Leaders would like to see their organizations shift reward systems to a
balance of rewarding short-term, individual production and collaboration to reach long-term
objectives. Specifically, teamwork will need to be a greater focus in rewards.
The rise of a new leadership skill set Asking leaders to focus more energy on creating an
environment where others can help them succeed is another important trend. This becomes ap-
parent when comparing the individual skills deemed most important in 2002 with those ex-
pected to be important two years in the future. Participative management, building and mend-
ing relationships, and change management rose to the top in the future, replacing skills such as
resourcefulness, decisiveness and doing whatever it takes.
Viewing leadership as a collective process When examining an organization’s approach to
leadership from five the past to the future, we see movement from more individual approaches
(i.e., leadership as a position) to those that are more collective (i.e., leadership as a process).
Specifically, respondents believe organizations will continue to move towards viewing leadership
as a process that happens throughout the organization through interdependent decision making.
Global organizations are at the cutting edge of collective leadership With the inclusion of
a large international sample, we were able to examine trends in U.S. versus non-U.S. organiza-
tions (referred to as “global” in this report). The findings show that global organizations made a
significant jump from individual to collective leadership approaches from the past to the pre-
sent, when compared to U.S. organizations. In the future, global organizations expect to have
less boundaries and rely more on emergent strategy when compared to U.S. organizations.
The results across our numerous data points to one conclusion: leadership is changing and ap-
proaches focusing on flexibility, collaboration, crossing boundaries and collective leadership are
expected to become a high priority.
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2005 Changing Nature of Leadership Report
Background The Changing Nature of Leadership research (CNL) began in Fall of 2003 with the purpose
of exploring the current field of leadership and forecasting future trends. CNL utilized an
exploratory, multi-method, cross-national data collection process focused on two main ques-
tions:
• Are leaders currently facing challenges that go beyond their individual capabilities. If so,
what are these challenges? How do they overcome them?
• How has the definition of effective leadership changed over the last 10 years? Is there a
movement from leader development towards leadership development?
To best answer these questions, CNL relied on several interdependent streams of research/
innovation:
1. Survey Research: An online survey was administered to 128 participants that focused on
organizational challenges, reward and investment, and changes to the definition of lead-
ership.
2. Interactive Classroom Research: An innovative data collection process (called wall chart con-
tinuums) was used with 305 respondents to test 11 constructs of organizational leader-
ship to see if there has been significant movement from five years in the past to five
years in the future.
3. Archival Research: All issues of the journal Leadership Quarterly were reviewed to determine
whether the construct of leadership has changed (conceptually and operationally) since
the journal’s inception.
4. Competitive Benchmarking: A database of more than 75 potential Connected Leader-
ship competitors was created to help us better market and position our services.
Who participated in Respondents included 305 volunteers who completed one or more aspects of the research.
The demographic breakouts provided below are for all 305 respondents. The statistics pre-
sented are all frequency percentages unless otherwise noted.
the research?
Participant Profiles
The 305 respondents were alumni of the Center for Creative Leadership’s Leadership Devel-
opment Program (LDP), a week-long developmental experience that aids mid- to upper-level
managers in identifying their individual strengths and development areas.
Organizational Level
The respondents represented a variety of organizational levels. As expected, the vast majority
(51.0 %) of respondents were upper middle-level management . Surprisingly, the executive/
top management level was the second highest percentage at 30.5.
Organizational Level Frequency Percentage
Executive/Top Management 30.5
Upper Middle 51.0
Middle/First Level 16.9
Not Relevant 1.7
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